Date: Monday – June 26, 2017
12:00 – 1:00 p.m. CDT
Presenter: Diane Bradley, Regional Clinical Officer
Summary and Objectives
The rapidly changing health care landscape that is facing new challenges requires a new generation of leaders who can make swift, innovative decisions. Breaking the traditional leadership model will require collaboration at all levels, creation of matrix reporting, demonstrating safe environments of care, utilizing data to support effective decision-making, maximizing value based care, ability to energize staff to improve quality care, and redesigning care models to support the lack of available talent. These are just some of the qualities that future leaders must possess. Join us for a rich discussion of future leader’s characteristics, and the impact on current thinking and the timeframe for change.
Upon completion of the webinar, participants will be able to:
- Discuss the differences between current competencies and those competencies needed for the future.
- Define why the changing health care landscape requires changes in leader competencies.
- Identify two ways that organizations can enhance current leader’s competencies in order to retain talent.
Presenter Bio: Credentials include over 35 years of managerial experience in acute and long term care and behavioral health settings, in a variety of leadership positions to include a Chief Nurse in a multihospital system. along with a wealth of administrative experience from serving in the U. S. Army, advancing to a Chief Nurse of a 400-bed field hospital. Specific areas of expertise include conducting organizational assessments, developing innovative approaches to operational challenges, constructing quality metrics to improve customer satisfaction, mentoring and career coaching, working with interdisciplinary groups to realize the importance of teamwork and approaching problem-solving and decision-making in a non-traditional way that encourages and respects each member’s contribution, and to challenge organizations and staff to test traditional norms to continually improve systems and outcomes.
Basic nursing education is from The Nightingale School of Nursing, a Diploma program in Toronto Canada. Bachelor of Science degree in nursing from Alfred University, a Bachelor of Science degree in Psychology from the University of Rochester, a Masters degree in Public Administration from the SUNY at Brockport, a Masters degree in Nursing Administration from St. John Fisher College, and a Ph.D. in Health Care Administration. A diploma in Health Care Administration was earned while in the U.S. Army along with certification as a substance abuse therapist. Added to formal education is Board Certification in Nursing Administration, Advanced (NEA-BC) through the American Nurses Credentialing Center, Health Care Quality (CPHQ) through the Healthcare Quality Certification Commission, Fellow status in the American College of Healthcare Executives (ACHE) and the American College of health Care Administrators (ACHCA) and Baldrige Examiner.